Frameworks: B-School Jargon or Tools for Insight, Alignment, and Impact?

In the world of product management, frameworks are everywhere. From the classic SWOT analysis to the more nuanced Jobs-to-be-Done (JTBD), we are thrown at models that promise clarity, direction, and results. But as a product manager, you’ve probably asked yourself: Are these frameworks genuinely useful, or are they just B-school jargon dressed up in PowerPoint slides?

It’s a fair question. After all, the tech world thrives on agility, experimentation, and intuition. So, where do structured frameworks fit in? Are they a crutch for indecision, or a compass for navigating complexity?

Let’s unpack this.

The skepticism around frameworks
The skepticism is not unfounded. Many frameworks are introduced in MBA programs or management seminars with slick acronyms and polished diagrams. They often feel abstract, disconnected from the messy realities of building and shipping products. When deadlines loom and stakeholders demand answers, who has time to draw a 2x2 matrix?

Moreover, frameworks can be misused. Teams sometimes apply them to justify decisions or cherry-pick elements that support their biases. In such cases, frameworks become performative — a way to signal strategic thinking without actually doing it.

But dismissing frameworks entirely would be a mistake.

What frameworks actually do
At their core, frameworks are tools for structured thinking. They help teams:

• Clarify problems by breaking down complex issues into manageable parts
• Align stakeholders by providing a shared language and mental model
• Guide decisions by highlighting trade-offs and priorities

Think of frameworks as scaffolding. They don’t build the product for you, but they support the process, especially when the terrain is unfamiliar or the stakes are high.

How Slack used a simple framework to pivot
Before Slack became the popular messaging app we know today, it was something completely different. The team behind Slack was actually building an online game called Glitch. It had a small but loyal fan base, but it wasn’t growing fast enough. Eventually, they had to shut it down.

However, during the development of Glitch, the team had built an internal tool to facilitate communication — a simple messaging system that helped them stay in sync. After the game ended, they asked themselves: What if this tool could be useful for other teams too?

To figure that out, they used a basic but powerful framework: Problem-Solution Fit.

This framework asks two simple questions:

1. What real problem are we solving?
2. Does our solution actually solve it?

The Slack team realized that many teams — especially in tech — were struggling with scattered communication. People were using emails, chats, and meetings, and still missing important updates. It was messy and inefficient.

Slack’s internal tool solved that problem. It brought all communication to one place, made it searchable, and helped teams move faster.

By focusing on the problem first — not the product — they identified a real need. And because their tool already solved that need for their own team, they had a strong starting point.

Slack was launched in 2013. Within a year, it had over 100,000 daily users. Today, it’s used by millions of people around the world.

That pivot — from a failed game to a billion-dollar communication platform — happened because the team used a simple framework to ask the right questions.

What makes a framework actually useful?
Contextual relevance: The framework must fit the problem. Using a Lean Canvas to analyze internal team dynamics won’t help. But using it to validate a new product idea? That’s gold.

Team buy-in: A framework is only as strong as the team using it. If stakeholders don’t understand or trust the model, it becomes noise. Education and alignment are key.

Actionability: The best frameworks lead to decisions. If you’re spending hours filling out templates without changing your roadmap, it’s time to rethink your approach.

Simplicity: Complexity kills clarity. A good framework should be easy to grasp and apply. The Eisenhower Matrix, for example, is powerful precisely because it’s simple: Urgent vs. Important.

Frameworks as strategic leverage
In product management, we often operate in ambiguity. Markets shift, user needs evolve, and internal priorities compete. Frameworks offer a way to cut through the noise.

They’re not silver bullets, and they shouldn’t be used dogmatically. But when chosen wisely and applied thoughtfully, they can be the difference between reactive decision-making and strategic clarity.

Think of them as mental models — not rules, but guides. They help you ask better questions, see patterns, and make informed bets.

So, are frameworks just B-school jargon?
Sometimes, yes. Especially when they’re used without context or understanding. But in the hands of a thoughtful product manager, they’re much more than that. They’re tools for insight, alignment, and impact.

The next time you’re faced with a tough decision — whether it’s prioritizing features, entering a new market, or navigating stakeholder conflict — consider reaching for a framework. Not because it’s trendy, but because it might just help you see the problem in a new light.

And who knows? It might even save your company!